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An empirical study of the imperatives for a supply chain implementation project in Seagate Technology International

Boon Khiang Bay (Senior Director, Seagate Technology International, Singapore)
Nelson K.H. Tang (Technology and Operations Management Research Group, Aston Business School, Aston University, Birmingham, UK)
David Bennett (Technology and Operations Management Research Group, Aston Business School, Aston University, Birmingham, UK)

Supply Chain Management

ISSN: 1359-8546

Article publication date: 1 September 2004

Abstract

Singapore's electronics manufacturers are facing many questions. In the computer hard‐drive industry, where the problem of obsolescence is common and where a product's lifecycle may be only six months, manufacturers are anxious to know what the next order‐winning criteria will be. Since low labour costs are no longer a key factor, many organisations are developing their competencies in research and development, sales and marketing, logistics and supply chain management in order to maintain competitiveness. This paper illustrates how Seagate has envisaged a climate of cooperation and collaboration to better serve its customers in the areas of technology, cost and delivery. The paper is based on observations and findings following a longitudinal case study approach at the Seagate Storage Product Group (SPG) in Singapore. The seven‐stage implementation framework adopted by Seagate in their SCM project is discussed, together with the process of how Seagate has created a paradigm shift towards a new culture of teamwork‐based collaboration.

Keywords

Citation

Khiang Bay, B., Tang, N.K.H. and Bennett, D. (2004), "An empirical study of the imperatives for a supply chain implementation project in Seagate Technology International", Supply Chain Management, Vol. 9 No. 4, pp. 331-340. https://doi.org/10.1108/13598540410550082

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited